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Resource Management Flashcards

1
Q

project resource management

A

includes processes to plan, collect, and manage the project team. this can include both members of the performing organization as well as subcontracting work from another organization

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2
Q

project resource management

- processes

A
  • plan resource management (planning)
  • estimate activity resources (planning)
  • acquire resources (executing)
  • develop team (executing)
  • manage team (executing)
  • control resources (monitoring and controlling)
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3
Q

plan resource management

A

the process of defining roles and responsibilities for the project, and stating how the project team will be acquired, developed, and managed.

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4
Q

plan resource management

- key inputs

A
  • project charter
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5
Q

plan resource management

- key tools and techniques

A
  • data representation
    • hierarchical charts
    • responsibility assignment matrix
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6
Q

plan resource management

- key outputs

A
  • resource management plan

- team charter

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7
Q

hierarchical charts

A

show a top-down structure of responsibility. this may include an organizational breakdown structure or a resource breakdown structure

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8
Q

responsibility assignment matrix (RAM)

A

a chart that shows the mapping of responsibility levels to individuals or groups

RACI matrix is one type of RAM. 
R - responsible
A - accountable 
C - consult
I - inform
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9
Q

organizational theory

A

the body of knowledge on how people and organizations act. understanding these principles can help to streamline the resource planning process

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10
Q

resource management plan

A

a subsidiary plan to the project management plan defining when and how resource requirements will be met.

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11
Q

team charter

A

sets guidelines and expectations for how the team will operate, make decisions, resolve conflict, and other team values. early commitment to these guidelines will help to decrease miscommunications and conflict.

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12
Q

estimate activity resources

A

the process involving decisions on what and how many people, equipment, and materials will be used for project activities

this process assigns resource types (labor categories) for each schedule activity. individual resources will be assigned in the acquire resources process. due to their strong overlap, this process must also be closely coordinated with the acquire resources, estimate activity durations, and estimate costs processes.

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13
Q

estimate activity resources

- key inputs

A
  • project management plan
    • resource management plan
    • scope baseline
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14
Q

estimate activity resources

- key tools and techniques

A
  • bottom-up estimating
  • data analysis
    • alternative analysis
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15
Q

estimate activity resources

- key outputs

A
  • resource requirements
  • basis of estimates
  • resource breakdown structure
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16
Q

resource calendars

A

documents the working days and non-working days for project resources. this information will be determined as a result of the acquire resources and conduct procurements processes.

the documentation of when resources can and cannot contribute effort to project activities.

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17
Q

bottom-up estimating

A

is a technique to break each schedule activity into more detail for the purposes of estimating, then rolling the components back up to the activity level. this is similar to decomposition

uses individual cost estimated for the smallest level of detail and aggregates them up to the higher levels.

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18
Q

resource requirements

A

the documentation of the resource types and quantities that will be required for each work package or schedule activity

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19
Q

resource breakdown structure

A

a hierarchical structure that sorts the resource by category or type

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20
Q

acquire resources

A

the process of assigning and hiring personnel necessary to execute the project

this process builds on the resource requirements established in the estimate activity resources process to assign individuals to project schedule activities. as availability of resources is determined, resource calendars are an output and will then be an input to schedule management planning.

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21
Q

acquire resources

- key inputs

A
  • project management plan
    • resource management plan
    • procurement management plan
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22
Q

acquire resources

- key tools and techniques

A
  • interpersonal and team skills
    • negotiation
  • pre-assignment
  • virtual teams
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23
Q

acquire resources

- key outputs

A
  • physical resource assignments
  • project team assignments
  • resource calendars
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24
Q

multi-criteria decision analysis

A

a technique used to score potential project resources based on experience, cost, availability, skill, or knowledge. a weighting system can be used to evaluate the most important factors for resource assignment.

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25
negotiation
a technique used to arrive at agreements that are beneficial for both the project and for the staff. this may include negotiation with functional managers, project managers for other projects, or external organizations for desired personnel
26
pre-assignment
a list of staff assignments that have been predetermined prior to the project. particularly in functional or matrix style organizations, project managers may work with existing organizational resources. special teaming agreements or key personnel based on subject matter expertise may also cause pre-assignment
27
virtual teams
groups of staff with similar responsibilities and goals who work together remotely, rarely meeting face to face. communication management must be emphasized when using virtual teams.
28
physical resource assignments
the documentation of equipment and materials that will be used to complete the project work.
29
project team assignments
the inclusion of personnel names in project documentation. for example, replacing the placeholder is the project schedule with actual resource names.
30
develop team
the process of training personnel and conducting team building activities for the purpose of improving project performance. this process is focused on iteratively enhancing team performance through training, team building, and motivation techniques, and assessing the team in these areas. if the assessment identified opportunities for improvement, then the process will be repeated.
31
develop team | - key inputs
- project resource management | - resource management plan
32
develop team | - key tools and techniques
- colocation - virtual teams - recognition and rewards - training - individual and team assessments
33
develop team | - key outputs
- team performance assessments
34
colocation
the act of moving some team members so that all or most of the project team is in the same physical location. this can be for the entire project or just part of the project. this concept can also be referred to as "war room"
35
interpersonal and team skills
techniques needed by project manager to have a motivated team that works well and works well together. these "soft skills" include being able to empathize with the team and react to their concerns
36
team-building activities
time spent to enhance the way the project team members work together, communicate, and interact. it is useful to understand the stages of team development (Tuckman Ladder) to better understand how to build project teams
37
Tuckman Ladder
the stages of team development: - forming - storming - norming - performing - adjourning
38
forming (Tuckman Ladder)
team members who may or may not have worked together in the past are assembled
39
storming (Tuckman Ladder)
team members may have disagreements over how to accomplish project tasks and objectives
40
norming (Tuckman Ladder)
team members begin to learn how to work around each other's differences
41
performing (Tuckman Ladder)
team members function as a well-organized unit and work through issues well
42
adjourning (Tuckman Ladder)
team members are released due to the projects' temporary nature
43
recognition and rewards
can be formal or informal and reflect desirable performance or behavior to encourage continual outstanding performance. rewards are most effective when the award can be more measurable and less subjective. it is also important that rewards can be achieved by all project team members, not just a select group.
44
training
time spent to enhance the skill sets of the project team. this can encompass several subjects and forms of training like classroom or online training.
45
Individual and team assessments
allow the project management team to better understand the strengths and weaknesses of project team members. examples include latitudinal surveys, interviews, ability tests, and other assessments.
46
team performance assessment
the formal or informal assessment of team effectiveness or efficiency. it will describe any needs for future development. it does not assess individual performance.
47
manage team
the process of assuring that resource efforts are in line with their roles and responsibilities. this process includes tracking performance, resolving conflicts, updating plans, and recommending changes to how resources are utilized. this process focuses on many of the "soft skills" of project management. in order to maintain a highly performing team, it is important for the project manager to minimize conflict among the team members. this requires a proactive and empathetic approach to the identification and resolution of team member issues.
48
manage team | - key inputs
- work performance reports | - team performance assessments
49
manage team | - key tools and techniques
- interpersonal and team skills - conflict management - decision making - emotional intelligence - influencing - leadership
50
manage team | - key outputs
- change requests
51
issue log
the documentation of project problems, the person responsible for solving those problems, and how the issue was resolved. the documentation of project conflicts that may exist between the team or stakeholders, the person responsible for solving those problems, and how the issue was resolved
52
conflict management
a technique to prevent project issues from worsening. the ability to do this contributes to increased productivity and a more successful project
53
problem solving (conflict management)
provides a win-win resolution. also known as confronting, this is the best method of conflict management
54
compromising (conflict management)
provides a lose-lose resolution
55
smoothing (conflict management)
provides a lose-yield situation with no resolution. focuses on commonalities without reaching a resolution
56
withdrawal (conflict management)
provides a lose-leave situation with no resolution (delay tactic)
57
forcing (conflict management)
provides a win-lose situation. I win, you lose. not a good method.
58
legitimate influence
power based on official recognition within an organization
59
coercive influence
power based on team fear of penalty
60
referent influence
power obtained through associations
61
expert influence
power based on subject matter expertise
62
reward influence
power based on capability to reward team members
63
autocratic / directing leadership
the PM is the primary decision-maker, rarely consulting with the team for input. good for quick decision making
64
bureaucratic / persuading leadership
the PM focuses the team members on following policy, rules, and procedures. this may enhance compliance, but limit creativity
65
democratic / participative leadership
the PM encourages open discussion and information sharing. good for building high team morale.
66
laissez-faire / delegating leadership
the project team has ultimate authority on decision making. known as a hands-off approach. good for enhancing the creativity of the project team.
67
control resources
the process of ensuring both team and physical resources are available to perform the project work when scheduled. similar to other monitoring and controlling processes, the purpose of this process is to ensure that project execution is following the plan. in this case, that means ensuring that resource availability and utilization is in line with the plan.
68
control resources | - key inputs
project management plan | - resource management plan
69
control resources | - key tools and techniques
- data analysis - alternatives analysis - cost-benefit analysis - performance reviews - trend analysis
70
control resources | - key outputs
- work performance information | - change requests
71
work performance data (WPD)
information on the status of activities being performed to accomplish project work represents the status of actual schedule progress or actual costs to date. it is generated as an output of the direct and manage project work process. information may include the status of deliverables, reported percent of work physically completed, and start/finish dates of scheduled activities. collected information on performance such as schedule progress deliverable status, and budget spent (an output of direct and manage work)
72
work performance information
the documentation of how was has been executed in relation to the planned scope of work. an output from several monitoring and controlling processes, is an assessment of project performance based on a comparison between planned and actual performance provides project status as it related to the approved plan. for validate scope, this may include the progress of deliverable completion and acceptance the documentation of how work has been executed in relation to the planned schedule. earned value measurement techniques may produce values such as schedule variance (SV) and schedule performance index (SPI) the documentation of how work has been executed in relation to the cost baseline. earned value measurement techniques may produce values such as cost variance (CV) and cost performance index (CPI) the evaluation of work performance data against planned baselines to create comparative metrics on schedule, cost, and technical performance.
73
performance reviews
measure planned vs. actual resource utilization
74
trend analysis
leverages project past performance to predict how future resource availability forecasts may require changes
75
maslow's hierarchy of human needs
^ - self-actualization - esteem - social needs - safety needs - physiological needs - -------------------------------
76
McGregor's Theory X and Y
theory x - people who dislike their work and avoid it | theory y - motivated workers are eager to accept responsibility for self-growth
77
Herzberg's Theory of Motivation / Hygiene
states that hygiene factors such as salary, security, and status may lead to dissatisfaction but do not contribute to satisfaction. motivators such as challenging work, responsibility, and recognition lead to self-fulfillment, loyalty, and job satisifaction.
78
expectancy theory
people are motivated when they belove their efforts will lead to project success and when they believe their efforts will be recognized and rewarded
79
David McClelland's "need" theory
managers need achievement, power, and affiliation

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